Over the last 6 months we have been working on a competency project that has identified certain characteristics of the successful team manager. We have summarised those behavioural indicators into the following list:
- They seek to add value to what the team are trying to achieve, rather than simply ‘manage’ them.
- They balance the task-team-individual requirements as best they can.
- They seek to work on connecting their personal goals with the organisational requirements.
- They maintain the appropriate emotional distance between them and their team. Close, but not too close. Distant but not that distant.
- They remember where their credibility should come from (contribution and expertise – not from position or hierarchical status).
- They work to make their people smarter.
- They constantly focus on increasing their motivation.
- They try to make their day as productive, and their work environment as stimulating, as possible.
- They make time for people, offering praise and encouragement.
- They avoid the team becoming emotionally dependent on them and vice versa.
- They seek to remain objective in all decision making.
- They deal with the tough stuff quickly, decisively, fairly and consistently.
- They hold themselves to the highest personal standards.
- They work hard at championing the organisation’s vision and values. They see themselves as needing to demonstrate real role-model behaviour.
- They are always confidential and discreet with information about their team. They don’t gossip about personal matters.
- They focus on coaching and supporting rather than checking and policing.
- They look to show they trust their people.
- They offer praise and recognition where it’s warranted.
- They don’t seek to impose their personal views or work style on others. They allow people to be themselves.
- They connect with people at the human level, not hiding behind titles or position.